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There is a need to step back and think strategically about your social customer service offering before you leap in and do it.
By now, most brands realise that they can’t ignore it. They will probably have seen the case studies of people getting social customer service right and feel a slight sense of panic about getting it wrong as barely a week goes past without a social customer service failure going viral.
But as Luke Brynley-Jones outlines in the previous link, though they know it’s important, so many companies are a long way off developing a coherent approach here, and for a multitude of reasons.
Neil Perkin is the consultant and author responsible for our recently published Digital Marketing: Organisational Structures and Resourcing Best Practice Guide.
Earlier this week, he blogged about the digital talent time bomb, which is one of the key themes emerging from his research.
Below, he answers some questions about digital recruitment and other topics covered in the guide.
Econsultancy has today published an in-depth report entitled Digital Marketing: Organisational Structures and Resourcing aimed at senior marketers seeking to deal with the increasing complexity of the digital landscape and associated staffing challenges. The best practice guide has been written by blogger and consultant Neil Perkin, who previewed the key findings in front of 60 leading brands at the Savoy Hotel in London last week.
What does a good strategy look like? How can we recognise the right one when we see it? The problem is, even in retrospect it's hard to recognise a good strategy. As often as not, we end up creating a myth.
Successful organisations often point to a clear strategy underlying their growth. They analysed the market, identified leverage points, focused their resources on those points, and reaped the benefits. Their success is a reward for good strategy and hard work.
Or so they say. I don’t think it really happens that way.
Running a restaurant profitably may be one of the toughest challenges in business. But according to a scathing review of restaurant websites written by Slate's Farhad Manjoo, finding a good restaurant website may be even tougher.
In surveying a variety of restaurant websites, including some of the most notable in the United States, Manjoo came to a disappointing conclusion: they are, by and large, "horrifically bad."
Fragmentation of media across all digital disciplines such as display, search, social, mobile and video is changing the way that people view, purchase and manage their media budgets.
This has positive and negative ramifications for buyers, suppliers, agencies and specialists in field. It also sparks an age old specialist v generalist debate on how we select media and technology vendors and utilise human capital within digital organisations.
What makes a good online media planner?
Planning an online PR campaign doesn’t necessarily require the same skills as a paid search one, or developing a social media strategy may not need the same proficiencies as that of an email one.
There is some talk over at NMA about the battle for control of social media. In one corner we have the PR agencies, and in the other there are ad agencies.
Personally I can’t see any value in allowing either of these types of agencies to develop and manage your social media strategy. Or any other agencies for that matter, even those dedicated to social media.
Controversial? I should hope not…
Why is it still not uncommon to attend a social media or digital marketing conference and overhear stories about people with little to no significant experience who recently filled new mid-management social media marketing positions?
We laugh at the absurdity, but if firms can't differentiate between experts and newbies, how will they differentiate between the value of social media marketing and a hiring mistake when it all goes awry?
Last week, Econsultancy published a new report in association with digital consultancy Blue Latitude, The Impact of Digital Beyond Sales and Marketing: How Digital is Transforming Organisations. The report examines the impact of digital across the business and, consequently, how companies are managing organisational change as a result of changing trends in technology and customer behaviour.
It is absolutely crucial for all business functions to understand this rapidly evolving environment, and with that in mind, this post summarises and explores the impact of digital channels across a range of business functions.
Last week I attended a roundtable about customer service hosted by Foviance to mark the UK’s National Complaints Day.
A recurring theme was how customer service is often overlooked by those in the digital sector, despite being an area which permeates so many parts of an organisation.
Consequently, I began thinking about how companies need to identify and implement different areas of customer service.
Earlier this month, social media darlings around the internet were singing the praises of Old Spice, with Mashable claiming that the now infamous campaign was the "future of marketing" and that the agency involved, Wieden + Kennedy, had set a "standard marketing experts will admire and follow in the years to come."
Now, various marketing blogs and online news sources are reporting that sales have "fallen by 7%." But, with barely a week gone since Mr Old Spice conversed with "everyone" on YouTube, is it simply too early to predict ROI from the campaign?
Looking at the numbers, it seems the original analysis of the drop in sales may be flawed, given that it's somewhat premature to announce a verdict about the campaign's success or indeed, failure at this stage.